Case Analysis - Charlotte Beers at Ogilvy and Mather Worldwide

1226 Words Sep 19th, 2010 5 Pages
Charlotte Beers at Ogilvy & Mather Worldwide (A)

Document purpose: suggestions to increase acceptance of Ogilvy & Mather’s new Vison on employees below senior executive management.

Problem definition

December 1993: Charlotte Beers assesses the progresses made by the company after she became CEO: she realizes that clients love the Brand Stewardship concept, but most employees, below executive levels, have not embraced the newly created Vison. The problem I will focus in this document is the following: the majority of employees did not embrace the new Vison. I will analyze why this is a key problem, why it is happening and I will propose steps to accomplish more acceptance.

Brief Background
Major events have shaped the
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By educating on the “current reality” and by inspiring the Vison of the brand (her idea since from her start at O&M), Charlotte is setting the creative tension necessary to resurrect the company, and she is beginning this from the top and key persons. Now she has to reach the lower level employees: the challenge is similar, but she cannot leverage anymore on the very powerful mechanism of getting people involved in the creation phase, the “building of shared vision” concept. The reason is that lower level employees cannot participate in the creation of the company’s Vison; they have to accept it and implement it.

Inspirational Leadership
Charlotte Beers is an inspiring type of leader: she doesn’t necessarily know the solution to the problems, but she stimulates the company to find it. Instead of talking profits, Beers preached “passion”, the essence, she said, of resurrecting O&M. She said: “Consensus is a poor substitute of leadership”. Her key point is to get people from having an impersonal attitude to the business, into an involved one. I think she has to leverage on this ability, this gift that she has, to reach the lower level employees in the same effective way she inspired the senior executive team.
Detailed Problem Diagnosis

I will analyze now in more detail why the vast majority of O&M employees have not embraced yet the new Vison. There are 3

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